E-business and organisational change: reconciling traditional values with business transformation
Jackson, Paul and Harris, Lisa (2003) E-business and organisational change: reconciling traditional values with business transformation Journal of Organizational Change Management, 16, (5), pp. 497-511. (doi:10.1108/09534810310494900).
Microsoft Word Jackson-Harris2002.doc
While much attention has recently been focused on the problems facing Internet start-ups, the challenge of e-business affects a much broader constituency of organisations. For established companies, the key challenge is one of change. Such companies must rethink fundamental aspects of company strategy, which may lead to a radical overhaul of existing ways of doing business, with company structure and culture becoming much more customer-focused. Resistance at all company levels may need to be overcome, with a need to build commitment and consensus around e-business strategies. However, companies must also deal with a paradox in e-business change. As the “dot.com” crash showed, there are many strengths in “bricks and mortar” companies. Evolving a new business model based around “e-enablement” must therefore avoid the “baby and bathwater syndrome”. Only by recognising and rising to these challenges and dilemmas, and devoting sufficient time, resources and expertise to them, will companies make a success of their e-business ventures.
|Digital Object Identifier (DOI):||doi:10.1108/09534810310494900|
|Keywords:||electronic commerce, organizational change, organizational culture, organizational structures|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HF Commerce
Q Science > QA Mathematics > QA75 Electronic computers. Computer science
|Date Deposited:||03 Aug 2007|
|Last Modified:||21 Feb 2017 18:29|
|Further Information:||Google Scholar|
|RDF:||RDF+N-Triples, RDF+N3, RDF+XML, Browse.|
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